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Question 27: How do I improve a decision system for a time sensitive process?

Do you have any advice on improving decision systems for time-sensitive documents requiring substantive input from line departments and sign-off by executive members?

Thank you in advance... (name and address supplied)

____________________________________________

Answer

Hello ...

Without knowing your process it is difficult to comment in detail but there are a numbers of criticisms which can be levelled at a process, the main ones being:

1. It does not do the job, or is ineffective, or produces poor quality (in your case does not get good decisions made)
2. It is inefficient or bureaucratic
3. It does not deliver on-time consistently

We use four guiding principles to review processes:

1. Is it necessary?
2. Can it be simplified?
3. Can variability problems be permanently solved?
4. Can the process be made more responsive (agile)? (See Agile Manufacturing)?

We use ten generic Tools and Techniques (also see Organisational Redesign) to review processes to address these issues (in preferred sequence):

1. Challenge the need for the process by:
   1. Viewing the process from the point of view senior management and ask, "what high level business purpose does the process satisfy?"
   2. Viewing the process from a "customer" perspective and ask, "would I notice if this was not done?"
2. Avoid certain steps in the process by:
   1. Asking "do they add value to the process?"
   2. Decision making is based on some blend of facts, experience, opinion, and "ball-parking". In this situation is the blend correct?
   3. Is the level of detailed work necessary?
   4. Can decision making be delegated?
3. Can the process be made mistake-proof or variation minimised (incorrectness, or incompleteness)?
4. Can decision tables be used to:
   1. Determine which types of process can be expected to produce which outcomes
   2. Determine in which circumstances the process (or parts of the process) are necessary
   3. Avoid the error of omission
5. Create a rule based system which eliminates the need for the process, (E.g. if it costs more than £10,000 always forget it.), or allows the decision to be delegated if cost or risk is not excessive. (E.g. if it costs less than £1,000 it does not need a executive signature.)
6. Can the tasks in the process be re-sequenced:
   1. So that the majority of the problem or reasons for swaying the decision are resolved first (possibly eliminating the need for further work)
   2. So that the longest lead-time task is started first
   3. Quality problems can be resolved early
7. Can the number of hands that the process passes through ("task owners") be reduced by organising the process differently or combining tasks. (Every in-tray and out-tray is a queue.)
8. Determine if any part of the process can be done in parallel.
9. Co-locate the participants to minimise materials or information flows if the process is frequent.
10. Create an electronic document and process using "Work flow" or "BPM" software to speed up lead-time and avoid the error of omission.

Finally, having done this you should establish measures of performance for the process focussed on the outstanding issues or concerns. (See Focused Improvement Systems, & Previous Best Practice of the Week 045: OTIF: Measuring on-time delivery)

I hope this helps.

______________________________________________________________________

More information can be found in the following articles:

We cover these topics in a number of courses:

But all our courses are based on Agile Principles and can be readily tailored to your requirements.

Previous Readers Questions

For a copy of up to two articles from our archives please ring us, or request via e-mail quoting the article number and description. (See "Contact us" for details).

Q001. Managing "C" class items in a deliver to point-of-use situation

Q002. What are the weaknesses of Kaizen and how can it be improved?

Q003. ERP software selection in Europe

Q004. ERP implementation: key do's and don'ts

Q005. ERP support cost benchmarks

Q006. Effects of Kanban on Customer Service

Q007. How do you influence suppliers to improve their performance?

Q008. Report writer software selection

Q009. Planning and control in financial services

Q010. Advantages of Agile Manufacturing over Lean Manufacturing

Q011. Software Maintenance (a comparison with garage best practice)

Q012. Do I buy ERP or Best of Breed software?

Q013. On time delivery problems and solutions

Q014. Shop Floor Control (when is it needed)

Q015. Part numbering best practice

Q016. ERP functions required for Shop Floor Control, performance and payroll reporting

Q017. Benchmarking in the electronics industry (Getting Started)

Q018. How do resolve capacity problems?

Q019. When is Kanban not appropriate? Do I need extra equipment?

Q020. We have read the theory, but how do you implement Sales and Operations Planning?

Q021. What are the main components of an Information Systems Strategy, and how do I prioritise the development?

Q022. What is the benefit of "Phantoms" in Bills of Material (particularly in PCB assembly)?

Q023. Manufacturing Strategy (What should it contain and what are the prerequisites?)

Q024. What is a good inventory level and how do I reduce inventory?

Q025. How do I handle uncertain demand?

Q026. Are there situations where JIT is not appropriate?

Q027. Improving a decision system for a time critical process

For a copy of up to two articles from our archives please ring us, or request via e-mail quoting the article number and description. (See "Contact us" for details).

If you do not see your topic above, try our other archives at "Previous Best Practices of the Week", "Previous Techniques of the Week", "Previous Malpractices of the Week".

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